Menu

01392 908411

Category: Develop

Communication: How much weight our words really hold

Posted on by dc@tribuspeople.co.uk

Effective communication is a cornerstone of good leadership. It serves as the glue that holds a team together and is the key factor in any strategy’s success. But it is not easy. Often our words are misinterpreted, and our communication style does not seem to be effective. Why is this?

This blog will explore how much weight our words really hold, the link between power poses and our self-perception, and how you could improve your non-verbal communication.

Mehrabian (1971) conducted research to analyse the importance of body language when communicating emotions and how body language contributes to how likeable someone is. Mehrabian argued that nonverbal communication is inseparable from our feelings and emotions and that humans unconsciously reveal these things through several types of nonverbal communication, like facial expressions, eye contact, and vocal tone. They reported that only 7% of a message is conveyed through words, while 38% is communicated through tone of voice, and 55% through body language.

Importantly, when words do not align with tone and body language, the listener is more likely to trust the non-verbal cues over the verbal content. When you are giving feedback or trying to communicate with your colleagues, it is easy to focus on what to say rather than how it’s said. If your words do not match your body language, this misalignment can lead to misunderstandings and miscommunication.

What does your body language and tone of voice say? How can this be improved?

Amy Cuddy’s (2015) work extends this understanding by exploring how our body language not only communicates with others but also influences our own self-perception. Her concept of “power poses” suggests that adopting expansive postures can increase feelings of confidence and presence, which can significantly enhance your impact.

See Cuddy’s TedTalk for more information: www.ted.com/talks/amy_cuddy_your_body_language_may_shape_who_you_are

Try adopting Cuddy’s power pose into your day and see how changing your body language can convey confidence and openness. Not only have these poses been reported to reduce stress before critical interactions, but they also help to build an aura of approachability and trustworthiness, both useful when you want to communicate effectively with your colleagues and employees.

Communication is more than what you say, and it is easy to communicate ineffectively. But importantly, communication is a skill that can be analysed, adapted, and improved.

Reference List

Cuddy, A.J.C., 2015. Presence: Bringing Your Boldest Self to Your Biggest Challenges.

Mehrabian, A., 1971. Silent Messages.

Process and Procedure: The operational backbones of an organisation

Posted on by dc@tribuspeople.co.uk

Processes and procedures form the operational backbone of an organisation. These systems are not just supportive frameworks but are foundational to sustained performance and achievement.

“We already have processes and procedures in place”

“If we become too process-heavy, we will risk losing out-of-the-box thinking and innovation”

Processes guide leaders and their teams toward their organisation’s goals, providing clarity and direction. This clarity is essential—it means that every team member understands their role and how it contributes to the broader mission, ensuring coordinated efforts and efficiency. When processes are clear, leaders are better equipped to strategically allocate their resources and steer their teams towards successful outcomes.

The Kaizen model

To introduce improvements to your process and procedures you can look at the Kaizen model, which entails continuous, incremental change that leads to major improvements (Imai, 1986). It’s a philosophy that dovetails with the need for clear processes by encouraging a culture of constant scrutiny and refinement. In organisations where Kaizen is practised, employees at every level are engaged in a continuous dialogue on how to better their work environment and outputs. This engagement not only drives efficiency and quality but also fosters a sense of ownership and collaboration, which are key factors for a high-performing workplace.

Google’s ‘20% time’

Google’s ‘20% time’ exemplifies how structured flexibility as part of the process can act as a catalyst for innovation (Google, 2004). By allocating time for employees to explore and develop new ideas within their work schedule, Google has managed to create an innovative environment that balances routine tasks with creative freedom. This balance is critical; it allows for the exploration of new ideas while maintaining the stability of core processes. The resultant innovations not only contribute to Google’s success but also enhance employee satisfaction and engagement, which are vital for a high-performing workplace.

Total Quality Management (TQM)

Total Quality Management (TQM) takes the notion of process improvement a step further by embedding it into the company’s culture (Deming, 1986). TQM is a comprehensive approach that involves every team member in the pursuit of quality and efficiency.

Famously Toyota utilised TQM to enhance every stage of production, from assembly line to customer service, to ensure superior product quality and customer satisfaction (Liker, 2004). This collective approach to managing quality ensures that improvement is not just a top-down directive but a shared goal. As employees become more engaged with the processes that drive their work, they gain a greater sense of purpose and contribute more meaningfully to the organisation’s objectives. TQM, therefore, not only leads to better processes but also to a more motivated and productive workforce.

The correlation between effective processes and high-performing workplaces is clear. From the clarity that well-defined procedures offer, to the innovative spirit fostered by policies like Google’s ‘20% time’ and the shared goals of TQM, it’s clear processes and procedures should not be a one-time practice, they should be continuously worked upon and improved to foster engagement and performance. 

Reference

Deming, W.E. (1986). Out of the Crisis. Massachusetts Institute of Technology, Center for Advanced Engineering Study.

Google. (2004). Google 2004 Founders’ Letter.

Imai, M. (1986). Kaizen: The Key to Japan’s Competitive Success. McGraw-Hill Education.

Liker, J.K. (2004). The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. McGraw-Hill Education.

The Right People in the Right Roles: Have you got it right?

Posted on by dc@tribuspeople.co.uk

In any company’s journey, having the right people in the right roles is vital. A strong team, where everyone knows their job and can do it well, is what drives a business forward.

But how do you know if you have it right?

This blog offers a straightforward look at how to understand your team’s strengths using the ‘3 Cs’ and ‘9 Box’ models. It will explore how to understand the talent you already have and how it fits into your company’s leadership journey.

To begin, it’s crucial to understand the skills and capabilities of your team. Consider the ‘3 Cs’ model: Clarity, Competency, and Commitment (Ohmae).

  1. Clarity: Does each team member know what they’re supposed to do?
  2. Competency: Are team members good at their jobs and have they received the right training?
  3. Commitment: Are they dedicated to their work and committed to the company?

Importantly, points 1 and 2 are your organisation’s responsibility and therefore can be improved upon. Rate each team member from 1 to 5 on these Cs. If scoring low on clarity or competency, address this through training, one to one’s, meetings or workshops. If commitment is low, consider the culture you have and if it’s supporting a diversity of thinking and backgrounds. However, it may be that someone is just no longer committed to the journey you’re on.

The 9-Box Model

Once you understand the 3 Cs, explore the 9-box model (GE McKinsey). This is a tool to help you establish who is ready for more responsibility and who might need more support. It’s important not to begin with the 9-box model before establishing competency and clarity, as you may classify someone as a low performer who just needs more clarity on their role or support to develop their skills.

By considering where people sit in this model, leaders and HR professionals can identify high-potential individuals who should be supported for leadership positions and offer targeted development programmes for those with untapped potential. Note: these models are a good starting point and should be caveated with the understanding that they can oversimplify the complexity of individual performance and potential.

The combined application of the 3 C’s and the 9-box model offers an informed perspective on your workforce’s current composition and identifies areas for growth.

Having the right people in the right roles ensures your organisation is supported by individual strengths, fostering a cohesive and efficient team that drives your organisation’s success.

At Tribus People, we utilise insights and data to help you understand the skills, competencies and capabilities you have, develop the leadership capabilities you need and find exceptional leaders.

References

GE, McKinsey. (1970). Nine box model.

Ohmae, K. (1982). The Mind Of The Strategist: The Art of Japanese Business. McGraw-Hill.

Leadership Development: Why is it Important?

Posted on by dc@tribuspeople.co.uk

Effective leadership lies at the core of any successful organisation. It shapes the culture, drives innovation, and inspires teams to achieve.

However, leadership is not necessarily an innate ability. It’s a skill honed through deliberate effort and experience.

Leadership development programmes are structured initiatives designed to enhance the skills, knowledge, and effectiveness of individuals looking to show leadership behaviours within an organisation. Studies have demonstrated the tangible benefits of leadership development programmes. For instance, organisations that invest in such programmes report an average of 15% greater profitability than those that do not, highlighting the tangible impact of leadership development on overall success and financial performance (ASTD, 2012).

But what improvements can leadership development foster?

Enhancing Leadership Skills and Competencies

Investing in leadership development programmes enables individuals to acquire and refine essential leadership skills and competencies. Through targeted training, coaching, and mentoring, leaders can develop strategic thinking, effective communication, decision-making, and adaptability abilities. These skills empower leaders to navigate challenges, inspire their teams, and drive innovation (Avolio & Yammarino, 2013).

Enhancing Decision-Making and Problem-Solving

Strong leaders are capable decision-makers and effective problem-solvers. Leadership development programmes promote critical thinking, strategic planning, and analytical skills, enabling leaders to make informed decisions that align with the organisation’s goals. They learn to navigate complex challenges, identify opportunities, and inspire creative solutions.

Building a Strong Organisational Culture

Leadership sets the tone for the organisation’s culture. A robust leadership development strategy ensures that leaders embody and promote the desired values, vision, and mission. They become role models, influencing behaviours and fostering a positive, inclusive culture that attracts and retains top talent.

Empower Employee Development

Effective leaders prioritise the growth and development of their team members. Leadership development initiatives provide leaders with the tools and techniques to coach, mentor, and develop their employees. This investment in employee development not only strengthens the skills and capabilities of individuals but also builds a talent pool for future leadership positions.

Succession Planning

Investing in leadership development also invests in your succession plan. It provides the opportunity to train and develop future leaders (Rothwell, 2010).

Investing in leadership development nurtures growth, enhances existing leadership capabilities, and cultivates your future leaders.

At Tribus People, we turn good leaders into great ones and plug skills gaps. We support your rising stars and embed positive leadership behaviours throughout organisations.

Reference List

Association for Talent Development (ASTD). (2012). State of the Industry Report.

Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and Charismatic Leadership: The Road Ahead. Emerald Group Publishing.

Rothwell, W. J. (2010). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within. AMACOM.

Psychological Safety: What is it, why is it important and how can you promote it?

Posted on by dc@tribuspeople.co.uk

Psychological safety is an essential element that supports the bedrock of high-performing teams. It refers to an individual’s perception of the consequences of taking interpersonal risks. The concept gained prominence through the work of Amy Edmondson (1999), a professor at Harvard Business School, who found that psychological safety enables a culture where colleagues feel comfortable expressing themselves without fear of retribution.

McKinsey’s (2021) recent research corroborates this, suggesting that psychological safety hinges on the behaviours of leaders at all levels within an organisation. A positive team climate, where contributions are valued and well-being is prioritised, stands as the most important driver of psychological safety.

Clark (2020) outlines four stages of psychological safety: Inclusion Safety, where individuals feel accepted; Learner Safety, which allows individuals to engage in the learning process; Contributor Safety, where they contribute value; and Challenger Safety, empowering them to challenge the status quo without fear of retribution. The four stages of psychological safety can be used to assess the stage of psychological safety in your teams and organisation.

(Clark, 2020)

The workplace can be categorised into four quadrants based on psychological safety and performance standards (Edmondson, 2019). Low levels in both create an “apathy zone” with minimal engagement; high psychological safety but low-performance standards lead to a “comfort zone” where there’s little challenge or innovation. Conversely, high-performance demands paired with low psychological safety mark an “anxiety zone,” stifling communication and risking performance. The ideal “learning zone” features high standards and psychological safety, fostering an environment ripe for collaboration, learning, and high performance.

(Edmondson, 2019)

Further underpinning the importance of psychological safety, a study by Google, known as Project Aristotle, found that psychological safety was the most important factor that set successful teams apart from others. The research concluded that individuals on teams with higher psychological safety are less likely to leave Google, they’re more likely to harness the power of diverse ideas from their teammates, they bring in more revenue, and they’re rated as effective twice as often by executives (Rozovsky, 2015).

Creating a psychologically safe workplace involves active participation and commitment from leadership. Leaders must encourage team members to speak up, show vulnerability themselves, and endorse a learning-oriented approach rather than a performance-oriented one. Acknowledging one’s fallibility as a leader can set a precedent that mistakes are not only accepted but are seen as a natural part of the learning process.

So how do you effectively build psychological safety?

Organisations must take intentional steps. This includes:

  • Opening meetings with agenda items that allow all voices to be heard,
  • Celebrating diverse opinions,
  • Actively responding to team contributions with appreciation and follow-up, can reinforce a culture of mutual respect and continuous improvement,
  • Committing to being open about failures, and understanding errors are an opportunity for development and learning.

The direct link between psychological safety and team success presents a compelling argument for organisations to prioritise and cultivate such environments. Ensuring teams are high-performing not only enhances current productivity but also sets the stage for sustained success and innovation.

Reference List

Clark, T.R., 2020. The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation.

Edmondson, A., 1999. Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), pp.350-383.

Edmondson, A., 2019. The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley.

McKinsey & Company. (2021). Psychological safety and leadership development.

Rozovsky, J. (2015). The five keys to a successful Google team.

Leadership Mentoring: The 5 skills every business owner needs

Posted on by dc@tribuspeople.co.uk

“Mentoring is a brain to pick, an ear to listen, and a push in the right direction.” – John Crosby

At Tribus People, we believe a vital skill for great leadership is the ability to mentor. Mentorship involves guiding your employees, impacting both their personal and professional development.

But why should you be interested in developing your mentoring skills? What are the benefits to you, your employees or your organisation?

Leaders who effectively mentor their teams notice improved job satisfaction, higher retention rates, enhanced performance, and a stronger sense of community and collaboration among team members (Dennison, 2023).

Like most skills, mentoring skills are not necessarily innate, they require work, effort and intentionality. However, importantly, they are something that can be developed. 

What skills are required?

Inclusive leadership and Self-awareness

Before mentoring others, you should first examine your own biases, and understand yourself, others, and your impact. This self-reflection ensures that mentorship is conducted in a way that respects each individual’s unique attributes, allowing for maximum effectiveness of personal and professional growth.

Psychological Safety

When employees feel they can speak candidly without negative consequences, they are more likely to share their true thoughts, challenges, and aspirations. Building a psychologically safe environment allows for constructive feedback, which promotes the individual’s development, but also creates a workplace where mistakes are viewed as learning opportunities, driving change, improvement and innovation.

Vulnerability

“Make sure the leader is vulnerable first and often” – The Culture Code

By demonstrating humility and humanity, you signal that it is okay to have flaws and to be open about challenges. Being vulnerable creates a trusting relationship, encouraging employees to do the same. This shared vulnerability paves the way for deeper connections, improving the quality and usefulness of the conversations.

Intelligent Communication

“If you do not know how to ask the right question, you discover nothing.” – W. Edwards Deming

Well-framed questions not only facilitate greater understanding but also empower employees to articulate their ideas, obstacles, and goals.

Equally important is your comfort with silence. Silence is a powerful tool that provides room for reflection and thoughtful response, rather than prompting rushed or superficial answers. Your ability to communicate intelligently, facilitate conversation and play with silence will significantly enrich your conversations and relationships.

Curiosity

Displaying a genuine desire for continuous learning and development serves as a model for team members, encouraging them to adopt a similar mindset. Leaders who are perpetually curious do not just impart wisdom; they also seek to understand different viewpoints and unique challenges faced by their employees. This two-way street of curiosity promotes lifelong learning and collaborative growth.

Many of these skills can be considered standard for good leadership, but their importance becomes even more evident in the context of Leader-employee mentoring. Honing these skills allows for the application of a mentoring relationship, which then promotes personal, employee and organisational benefits.

Reference List

Coyle, D. (2018). ‘The Culture Code: The Secrets of Highly Successful Groups’. Random House.

Dennison, K. (2023). ‘The Power Of Mentorship: How Mentors Can Help Employees Grow And Succeed’.

LEADERSHIP AT EVERY LEVEL: Why you need leadership training for employees beyond management.

Posted on by dc@tribuspeople.co.uk

As the world of work progresses, leadership is no longer just for those at the top. Organisations are recognising the value of nurturing leadership skills in employees at all levels.

In this blog, we will look at the benefits of leadership at every level and why investing in leadership training for employees beyond management is crucial for organisational success.

  • A new way of thinking

Traditional hierarchies are giving way to flatter organisational structures that encourage shared decision-making and collaboration. Studies highlight that leadership qualities, such as effective communication, problem-solving, and adaptability, are essential at all levels of an organisation. The DDI and The Conference Board (2018) surveyed over 25,000 leaders and 2,500 HR professionals globally. The findings revealed that organisations with strong leadership development programmes demonstrated superior financial performance, outperforming industry peers 13 times. These companies also experienced higher levels of employee engagement, resulting in increased productivity and reduced turnover rates.

  • Employee Motivation and Autonomy:

Leadership training for employees beyond management instils a sense of motivation, empowerment and autonomy. By equipping employees with leadership skills, organisations enable them to take ownership of their work, make informed decisions, and act as a driving force for positive change. Sugiarti (2022) examined the impact of leadership development programmes on employee motivation and autonomy. They found participants in these programmes reported enhanced motivation and ownership of work, which in turn, led to improved employee performance and engagement.

  • Increased Agility and Adaptability:

With Covid-19, the Cost of Living Crisis, the Great Resignation, and global wars, organisations must navigate constant change and uncertainty. Leadership training helps employees develop agility and adaptability, enabling them to embrace new challenges and find innovative solutions. Baran and Woznyj (2020) examined the impact of leadership development programmes on fostering agile behaviours. They suggested participants showed faster decision-making skills and communication and improved ability to handle complexity. Participants also reported these programmes enabled their organisations to respond quickly to market changes and uncertainties, seizing emerging opportunities for growth and success.

  • Enhanced Communication and Collaboration:

Effective leadership requires strong communication and collaboration skills. When employees receive leadership training, they learn to communicate their ideas clearly, actively listen to others, and collaborate effectively across teams. Collins and Holton (2017) examined the impact of leadership development programmes on communication and collaboration. The study analysed multiple leadership development initiatives and found that participants who underwent these programmes exhibited enhanced abilities to express ideas clearly, actively listen, and collaborate effectively within teams. The study emphasised the positive role of leadership development programs in fostering a culture of open dialogue, trust, and cooperation, leading to improved teamwork, employee satisfaction, and overall organisational performance.

  • Succession Planning and Talent Development:

Investing in leadership training for employees is also an investment in succession planning. By nurturing a pipeline of leaders at all levels, organisations can ensure a smooth transition during periods of leadership change. Additionally, it motivates employees, as they see growth opportunities within the organisation. Griffith, Baur and Buckley (2019) reported that companies with organisation-wide leadership development programmes have higher talent succession rates and smoother leadership transitions than those that do not. They found by nurturing a pipeline of skilled leaders at all levels, organisations reduced the risk of leadership gaps and ensured continuity.

At Tribus People, we believe leadership at every level drives organisational success. We understand that training beyond your management team can improve collaboration, adaptability and communication and empower and engage your employees. Invest in leadership at every level and unlock your organisation’s full potential.

Reference List

Baran, B. E., & Woznyj, H. M. (2020). Managing VUCA: The human dynamics of agility. Organizational Dynamics.

Collins, R. H., & Holton, E. F. (2017). The Effect of Leadership Development Programs on Communication and Collaboration Skills. Journal of Applied Psychology, 102(11).

Development Dimensions International (DDI) & The Conference Board. (2018). Global Leadership Forecast 2018.

Griffith, J. A., Baur, J. E., & Buckley, M. R. (2019). Creating comprehensive leadership pipelines: Applying the real options approach to organizational leadership development. Human Resource Management Review, 29(3), 305-315.

Sugiarti, E. (2022). The Influence of Training, Work Environment and Career Development on Work Motivation That Has an Impact on Employee Performance at PT. Suryamas Elsindo Primatama In West Jakarta. International Journal of Artificial Intelligence Research, 6(1).

Linkedin Youtube

01392 908411

WHAT WE DO

OUR APPROACH

WHO WE ARE

BLOG

CONTACT

CANDIDATES

Close